Tourism Winnipeg

GOALS AND OBJECTIVES Tourism Winnipeg sets goals and objectives to create a unified direction and focus for the organization to succeed and deliver on the mission statement. Tourism goals are generally broad, long-term statements that are abstract, general or intangible, while tourism objectives are specific, measurable, concrete and often have a defined completion date. Goals: Promote the city of Winnipeg as a desirable four-season tourist destination Objectives Target specific market segments to increase visitations for the greater economic benefit of Winnipeg Operate with greater effectiveness and efficiency, and increase return on investment Leverage activities in order to achieve a competitive advantage in the marketplace Improve tourism capacity and capability, creating more meaningful connections for visitors seeking authentic experiences Increase sales activities Increase engagement, investment and partnerships among stakeholders of common and disparate interests alike, for destination development that enhances visitor experience Provide a strong organizational structure and alignment of resources to execute an integrated master tourism plan. LEADERSHIP AND FORESIGHT According to the latest figures, tourism is a $1.1 billion industry in Manitoba. Total federal, provincial and municipal taxes contributed by tourism wages and expenditures account for $542.6 million. In 2010, there were 2.8 million visits to Winnipeg for the purpose of business or pleasure. The majority of these visits were made by Manitobans, accounting for 75 per cent of the total, followed by 17 per cent of visitors coming from other Canadian locations. In all, visitors to Winnipeg contributed $506 million in direct expenditures to Winnipeg's economy. It is plain to see that tourism is a proven economic driver of economic development in Winnipeg and Manitoba. stakeholders in the areas of marketing, investment, development, growth and the management of tourism. Having identified the economic stakes, Tourism Winnipeg is setting into action an integrated tourism development plan that will place Winnipeg in a more competitive position to grow the economy through tourism expenditures. In order to achieve this tourism vision for Winnipeg, the following six steps will be triggered throughout the planning process: TOURISM ADVOCACY Tourism has become one of the largest and fastest-growing economic sectors in the world, with an annual growth rate that is outpacing the world economy. In Canada, tourism represents $70 billion annually, equivalent to that of the fisheries, forestry and agriculture sectors combined. As an export business, tourism generates $14 billion in foreign currency earnings. Although tourism is a major economic driver, it is generally not recognized for its true value and contributions to a destination. Assessment The Master Tourism Plan for Winnipeg needs to be owned by its partners, which include Winnipeg's citizens, stakeholders and tourism industry partners. The collaborative process of building and executing Winnipeg's Master Tourism Plan together will revitalize and reorganize partnerships among industry partners, political leaders, citizens, resource managers and supporters, which will help achieve broad-based outcomes and promote ownership at all levels. Analysis Measuring and reporting progress Tourism Winnipeg will collaborate with the Winnipeg Chamber of Commerce, Premier's Economic Advisory Committee and stakeholders to elevate the image of the tourism industry and to reflect its vital contribution to the economic, social and cultural prosperity of Winnipeg through industry communications, public relations and marketing initiatives. Increasing awareness of the benefits of tourism as an economic driver will influence public policy and resource allocation decisions. The process of advancing the Master Tourism Plan into a long-term comprehensive tourism vision for the city of Winnipeg is dependent on a high degree of collaboration and ongoing engagement of STRATEGIC PARTNERSHIPS A strategic partnership is an alliance formed to pursue common goals. It provides access to greater resources and new markets, Designing the future Charting a path of action Executing Winnipeg's Master Tourism Plan A Master Tourism Plan for Winnipeg | 2011-2015 | 2013 UPDATE 11

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